2012-2014-information tech bus plan

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Information Technology Business Plan 2012-2014

BUSINESS UNIT NAME Business Plan 2012-2014


Table of Contents 1.0 EXECUTIVE SUMMARY ..................................................................................................................... 1

2.0 ACKNOWLEDGEMENTS .................................................................................................................... 2

3.0 BUSINESS UNIT OVERVIEW .............................................................................................................. 3

3.1 Mission\Vision\Values ..................................................................................................................... 4

3.2 Organization Chart ........................................................................................................................... 7

3.3 History .............................................................................................................................................. 8

3.4 Accomplishments ............................................................................................................................. 9

3.5 Initiatives and Major Capital Projects in Progress ......................................................................... 11

4.0 ANALYSIS ........................................................................................................................................ 12

4.1 Financial Summary ......................................................................................................................... 12

4.2 Core Business and Service Levels ................................................................................................... 13

4.3 Performance Measures .................................................................................................................. 17

4.4 Key Customers and Stakeholders .................................................................................................. 17

4.5 Current Context ............................................................................................................................. 18

4.6 SPOT Analysis ................................................................................................................................. 20

5.0 STRATEGIC INITIATIVES & OPPORTUNITIES ................................................................................... 23

APPENDICES

History Map Context Map Stakeholder Map Our Services Map Spot Matrix Map Cover Story Vision Map Five Bold Steps Map Gameplan Map – Life Cycle Management Gameplan Map – Improve Connections with Customers Gameplan Map – Employee Development Gameplan Map – Accessible Technology Gameplan Map – Project Management Process Improvement

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1.0 EXECUTIVE SUMMARY

The Information Technology Business Plan for 2012‐2014 describes the purpose of our business unit, the values from which we operate, and the strategies we will use to support the current and future operations for the City’s business units. As a corporate service department, our operations are guided by the requirements of the corporation as business units continue to enhance operations through the use of technology. In today’s environment, business units depend on technology to conduct business. Our citizen’s expectations of the services we deliver often include functions that can only be provided effectively through the use of technology. Additionally, as technology within the industry continues to change at a rapid pace, our infrastructure must keep pace assuring we have the capacity to sustain, evolve, and improve the delivery of services. Most importantly, the technology required to deliver these services must function reliably and securely when it’s needed. Information Technology’s vision is to deliver service excellence through technology solutions that provide value for business units, the corporation and the community. Our mission is to foster and support a culture of public service where we earn the trust, respect, and confidence of our community by delivering services that focus on results, are supportable into the future, and are accountable financially. Behaviors that demonstrate transparent communication, accountability, respect, trust, and a focus on improvement will be the value foundation to guide our decisions and operations. Through the business planning exercise Information Technology reviewed our current context, key customers/stakeholder requirements, and evaluated our opportunities to support our strengths and resolve problems. Through this process we identified five bold steps to guide our current operations and align with our mission. Through Employee Development, we will focus on building the competencies and capacity within our employees to support the delivery of effective and efficient services. By Improving our Customer Connections, IT will collaboratively align our customer requirements with the services we offer. Lifecycle Management ensures we continue to maintain and proactively support our technology investments and business continuity. Through Accessible Technology we will stay abreast of remote and mobile technology advancements to enhance business operations. Refining the Technology Portfolio and Project Management process ensures we continue to implement technology initiatives based on their business value thereby enhancing the level of service provided directly to our citizens. These five bold steps move us closer to achieving our vision to deliver service excellence through technology solutions that provide value for business units, the corporation and the community.

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2.0 ACKNOWLEDGEMENTS

The following individuals participated in the preparation of the Business Plan: 1. Sabina Visser – General Manager Information Technology

2. Cliff Shigemi – Enterprise Systems Manager

3. Brian Bertschi – Network Systems Manager

4. Juliana Wafula – Spatial Data Services Manager

5. Gord Smith – Business Solutions Manager

6. Dan Mcgee – GIS Technician

7. Kyle Davey – GIS Programmer

8. Dave Schultz – Enterprise Systems Analyst

9. Darren Hurt – Network Analyst

10. Dave Annis – Database Administrator

11. Byron Buzunis – Business Planning Facilitator

12. Corey Wight – City Treasurer, and Corporate Services Director

We also appreciate all employees within Information Technology that took the opportunity to provide input into the business plan through their departmental meetings.

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3.0 BUSINESS UNIT OVERVIEW

The Information Technology Business unit was created to assist City of Lethbridge Business Units evaluate and implement technologies that enable the achievement of their strategic and operational objectives while also providing a reliable, secure, and sustainable information technology environment. The role of technology within the City has changed. Previously, technology was often seen as a tool, or another possible option to deliver services. In today’s environment however, business units depend on technology to conduct business. Our citizen’s expectations of the services we deliver often include functions that can only be provided effectively through the use of technology. Additionally, as technology within the industry continues to change at a rapid pace, our infrastructure must keep pace assuring we have the capacity to sustain, evolve, and improve the delivery of services. Most importantly, the technology required to deliver these services must function reliably and securely when it’s needed. Information technology is divided into four core areas that work together to deliver services directly to city business units, and in‐directly to our citizens. This diagram depicts the relationship and inner workings of the different groups that make up the IT department. The center area, where all groups intersect, is the core values, vision and culture that we have in common as a departmental team.

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3.1 Mission\Vision\Values

Mission:

To foster and support an environment where Information Technology is successful in delivering valuable services to our customers. Our “environment” is defined as a culture of public service. Services that are “valuable” earn the trust, respect, and confidence of our community. “Success” is demonstrated when our services are customer focused, deliver results, are supportable into the future, and accountable financially. “Information technology” includes: hardware, software, networks, spatial data and communications infrastructure.

IT Vision:

Information Technology delivers service excellence through technology solutions that provide value for business units, the corporation and the community.

IT Values

Information Technology identified the following five values as the principles that will guide our behavior and operations.

Transparent in our Communication

Accountable

Respect Strengths and Value Differences

Extend Trust

Get Better

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When we are Transparent in our Communication, we will:

Listen

Clarify and ask questions

Share information

Be honest and straight Forward

Discuss issues in a timely manner

Be open to hearing all possibilities

When we are Accountable, we will:

Communicate and clarify expectations

Hold ourselves and others responsible for their actions

Take ownership, and not blame others when things go wrong

Follow through on our commitments

When we Respect Strengths and Value Differences, we will:

Listen, understand and learn about one another

Allow opportunities for personal growth and mentorship

Participate and engage in performance planning

Collaborate and communicate across teams by utilizing technical skills, knowledge and experience

When we Extend Trust, we will:

Take ownership

Meet and exceed expectations

Be more credible by emphasizing our character and competency

Assume good intentions and ask when in doubt

Support each other

Treat others as you would have them to treat you

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When we Get Better, we will:

Invest in performance planning

Research and learn from others and their practices

Be curious about existing processes

Be innovative in our analysis and solutions

Collaborate and involve all stakeholders in changes

Ask for, listen to, and learn from feedback processes that we incorporate in all of our processes

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3.2 Organization Chart

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3.3 History

Although technology has existed within the Corporation since the 1980’s, the Information Technology department is fairly new having been consolidated in 2000. Changes in technology and an increased reliance on technology have resulted in many changes within information technology. Moving from centralized systems in the early 80s to decentralized technology applications through the emergence of the Internet and web based applications in the 1990’s. Both the industry and corporation are moving towards increasing the accessibility of technology including data through the use of mobile devices, and embedding technology in all aspects of service delivery.

Key Highlights:

1980 ‐ 2000

Centralized mainframe systems through the 1980‐90’s

Emergence of client server based systems in the 1990’s

City is connected to the Internet in the 1990’s

Web based applications are purchased in the late 1990s

2000 – 2010 +

Technology use expands as the business value of technology increases

Customer expectations focus on enhancing technology accessibility, integration and increased service expectations

Mobile and remote access

Anywhere, anytime, anyhow access to services delivered through technology

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3.4 Accomplishments

In 2009, Information Technology Services met with all business units to evaluate and improve our operations in order to effectively support their service delivery. Corporately we identified the following 5 themes that were used to collaboratively create our technology priorities for 2009‐2011. Some key activities under each theme have been highlighted. Operational Service Improvement: ensure existing technology is managed proactively

Maintained System Architecture and Continuity Plans for critical systems such as: the Public Safety and Communications Centre – Fire/EMS Dispatch, and corporate geographic information systems

Organizational changes within IT to create a Business Solutions group designed to provide front line and proactive support to all corporate technology users

Reviewed our corporate workstation, meeting room and printing inventory and determined the appropriate time and funding model for replacement

Technology as a Service: ensure technology investments are maintained and leveraged

Upgraded to Office 2007 with training to ensure employees were comfortable with the new software

Implemented changes to build the foundation necessary to support future technology and service delivery through a migration to a new Active Directory and Exchange E‐Mail environment

Upgrade of existing phone systems to Voice over IP (VoIP) which will reduce costs and improve service requirements

Corporate System and Database Upgrades ( PeopleSoft, JD Edwards tools, Image Now, Proval, Team Budget)

Enterprise Technology Management: integrate corporate wide technology to streamline business operations

Deployment of new public website and corporate intranet on Microsoft SharePoint 2010 leveraging our existing Microsoft environment and experience

Adoption of new GIS presentation technologies (e.g. Google Sketch Up)

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Integration to existing databases: Planning and development databases integration; Assessment data integration, Parks forestry data integration, Service card integration; Transit and bus scheduling data integration; Cemetery system data integration

Upgrade of external and internal interactive web map with additional technologies (e.g. Google Street view) to create a GIS interface that is easy to use and visually appealing

Implementation of key corporate systems (e.g. City Clerk’s process automation through Sire, City Site (Public and Corporate Websites), Tempest Web Customer, Risk Master, and Reports Now)

Communication and Collaboration: provide more effective and efficient services by sharing/reporting information across business units through the use of technology

Improved connectivity between the Geographic Information System and the Cemetery in order to spatially display critical operational information

Reduced the amount of time spent and increased accuracy of keying time by interfacing the electric work order management system with our human resources system

Interfacing work order time from Human Resource and Financial systems

Mobilizing and coordinating with other business units to ensure that the spatial data is efficiently stored and maintained ‘closest to the source’ and maintained in one place by data stewards

IT Stewardship: collaboratively partner with business units to prioritize and implement technology initiatives based on their business value thereby enhancing the level of services provided directly to our citizens

Defined the Technology Strategy and Portfolio Management process which ensures project priorities are aligned with business priorities in a proactive and collaborative manner

Raised awareness and acknowledgement that although the business depends on technology, technology investment is more than a cost of doing business

Data acquisition and maintenance to meet business needs: Digital aerial photos for 2009 and 2011, Irrigation infrastructure data acquisitions, Emergency Services (FIRE, Police, PSAC) datasets and Waste and Recycling datasets

Spatial data project coordination to deliver key business operations (e.g. Census, Elections, Cemetery Columbaria Planning, Landfill and Recycling Center Vegetation Site Planning)

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3.5 Initiatives and Major Capital Projects in Progress

Although IT does not have any major capital projects of our own, we are a key resource and coordinate the implementation of technology within all city owned facilities (e.g. West Lethbridge Centre), and business unit capital initiatives (e.g. Transit Smart Card).

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4.0 ANALYSIS

4.1 Financial Summary

2007 2008 2009 2010 2011 2008-2011

Actual Budget Budget Budget Budget Change

447,721 3,400 0 0 0 (3,400)

6,923 4,000 4,000 4,000 4,000 0

900 20,000 0 0 0 (20,000)

16,616 1,500 13,000 12,500 12,000 10,500

472,160 28,900 17,000 16,500 16,000 (12,900)

216,332 125,000 125,000 125,000 125,000 0

2,152,969 1,291,800 1,691,200 2,550,800 1,410,800 119,000

(3,245,698) (2,512,300) (2,482,700) (2,494,500) (2,528,200) (15,900)

187,330 197,100 147,728 129,413 122,712 (74,388)

88,215 129,800 95,508 78,434 77,582 (52,218)

776,089 648,900 293,800 293,800 293,800 (355,100)

(205,645) (89,300) (118,500) (1,053,200) 121,600 210,900

128 200 200 200 200 0

2,150,110 2,469,599 2,657,597 2,880,811 2,995,601 526,002

2,119,830 2,260,799 2,409,833 2,510,758 2,619,095 358,296

1,647,670 2,231,899 2,392,833 2,494,258 2,603,095 371,196

Reserve Transfers

Transfers to Capital

Total Information Technology

Utilities

Wages & Benefits

Expenses

Asset Purchases

General Services

Interdepartmental Transfers

Materials & Supplies

Other Personnel

Revenues

Grants

Other Revenues

Recovery from Capital Projects

Sales of Goods & Services

Corporate Services

Information TechnologyBudget Summary

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4.2 Core Business and Service Levels

Information Technology ‐ Enterprise Systems Group – Core Business and Service Levels

Description of Service Service Level

To provide technology support for all aspects of corporate software as required for business unit operations.

Software is available for business unit use based on agreed upon service levels.

Software is licensed, maintained and upgraded based on an agreed upon lifecycle.

To provide project management, and consulting services to assist business units evaluate, select and implement software.

Joint project teams are created to ensure business requirements and needs are met.

Infrastructure, software and standards are met.

System continuity and support models are created and maintained.

To develop and support interface development that integrates software and processes within related systems.

Interfaces are developed, documented and maintained.

To provide reporting services and development to access data based on user requirements.

Reporting / query tools are provided to end users for business unit reporting requirements.

Reports are developed and maintained by IT based on report specifications.

Information Technology‐ Spatial Data Services group – Core Business and Service Levels


To provide research and applications development.

Team is aware of emerging technologies and can provide direction/suggestion for business units proactively in using geospatial technology.

Development of custom applications to meet specific business needs.

To provide support and consulting. Team works with Business Units to ensure the acquired data, software meets their needs.

Provide strategic and tactical support for spatial projects and initiatives in singular or interdisciplinary corporate projects.

Provide specialized technical skills for complex spatial analysis, 3 (4) dimensional projects, complex spatial queries and data manipulation.

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Information Technology ‐ Spatial Data Services group – Core Business and Service Levels


To provide spatial data access and dissemination.

Provide geospatial hardcopy and digital information to external partners, City of Lethbridge employees and members of the public.

Provide interactive mapping products to external partners, City of Lethbridge employees and members of the public.

Provide specialized map products for meetings and publications including Open houses and Council presentations.

Provide specialized technical design drawings for various business processes.

To provide training and education. Provide opportunities for development of GIS skill sets for external partners, City of Lethbridge employees and members of the Public.

Prepare, coordinate and deliver training on spatial software.

Consistently indicate, demonstrate and educate about the value of spatial technology as a view to other datasets.

Consistently maintain knowledge of spatial technologies in order to provide support and consulting as needed.

To provide data quality, verification and standards.

Develop, maintain, and communicate processes to ensure accurate, reliable and consistent spatial data collection and maintenance.

Develop, maintain and communicate metadata standards and protocols.

Develop and maintain efficient spatial data models that allow for integration to other City business systems.

Consistently ensure that distributed or shared spatial data is accurate and updated by external partners and geospatial support personnel.

Data acquisition, creation, conversion and maintenance.

Identity and create new data sets from hard copy products or concepts.

Conversion data from one format to the other for use in various systems and processes.

Coordinate data acquisition including aerial orthophoto acquisitions, 3D and special interests datasets.

Maintain existing spatial datasets; Coordinate GPS and survey data collection.

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Information Technology ‐ Spatial Data Services group – Core Business and Service Levels


Administration and coordination. Provide GIS Servers administration and software administration for AutoDesk, MicroStation, ESRI, FME products, other specific GIS business unit applications.

System architecture design for spatial tools including ESRI, AutoDesk, Bentley products.

Consistently ensure the relevance and execution of the data sharing agreement.

Provide and manage large format plotting, scanning and photocopying equipment.

Develop, maintain and manage processes for record keeping of spatial related data for both digital and hard copy information.

Develop, maintain and manage partnership agreements with external partners to ensure efficient sharing of spatial data.

Develop, manage and maintain spatial data in a way that allows easier access, integration, avoids duplication and provide a ‘single source of truth’.

Information Technology ‐ Network Services group – Core Business and Service Levels


To provide landline telecom services for the entire organization and cellular/Blackberry devices for all BU’s except LRPS and library.

Landline telephones are available for all business units for 24x7 operations. Cellular phones including Blackberries are provided to all BU’s except LRPS and library.

To provide network hardware connectivity services including use of C of L fibre.

Network access is provided to the majority of city staffed buildings through various connectivity methods including fibre, physical building cabling, wireless, and leased lines. Core network equipment is configured in a redundant fashion to increase uptime and availability.

To provide application servers. Physical and virtualized servers are available for IT and BU’s use to deliver applications. Servers have high availability features such as redundant power supplies and redundant hard disks.

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Information Technology ‐ Network Services group – Core Business and Service Levels


To provide data storage systems including backup and restore.

The majority of storage available to users and servers is through a centralized system which has high available features such as clustering of controllers and redundant hard disks and power supplies. Data backup occurs based on user requirements for frequency of backup.

To provide systems administration such as account creation and file access permissions.

Account and file access rights are performed for secure and required access to our various systems.

To provide internet services. Secure access to internet and e‐mail services is provided. Redundant internet and e‐mail services provide a high level of system availability.

Information Technology ‐ Business Solutions Group – Core Business and Service Levels


To provide timely customer technical support

Supporting customers by providing first response resolutions or work order supported assistance for application, desktop and printer technical support. Ensuring that customer and client technical requirements are being met and performing optimally.

To provide hardware/software support Supporting customer workstation environments to ensure business continuity. This includes managing life cycling of workstations, meeting rooms, printers as well as regular maintenance, upgrades etc.

To be solution focused and support BU technical requirements.

All technology related break/fix responsibilities within the corporation originate with the help desk. Appropriate actions are taken to ensure the proper teams are involved in the resolution.

To accurately track workstation, software and peripheral Inventory.

Managing and maintaining up to date inventory records of all corporate technology assets which include computers, software, various peripherals (i.e.; scanners, monitors, and cameras), and printers/copiers/fax equipment.

To actively participate in ongoing research and development

Establish and maintain corporate‐wide equipment and peripheral standards that ensure business continuity. Performing ongoing technical validations for new purchases/requests and regularly examining current standards while staying abreast of emerging technologies and future trends.

To be involved in IT and BU technology related projects.

Providing technical support and leadership in cross‐department/business unit projects.

Coordinating and managing workstation and/or software related projects which involve multiple departments and business units.

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4.3 Performance Measures

There are currently no performance measures for the business planning cycle 2012 – 2014.

4.4 Key Customers and Stakeholders

Information Technology ‐ Key Customers/Stakeholders

Type Details Summary of Perceived Needs or Expectations

City staff and partners including Police and Library

Council Councils set strategic direction.Council expects services delivered to the Citizens of Lethbridge.

Leaders Leaders provide Corporate administrative direction that influences the priorities and delivery of IT related projects.

City Business Units Business Units expect technology infrastructure support and implementations for hardware, software, data and communications technology. Including Fibre Services (data/voice networks, electric/water scada). Business units expect business continuity from information technology department while delivering these services.

IT Employees IT employees expect support as they work to deliver services to Business Units. This includes supports like Human Resources and Finance Departments. IT employees need collaboration and engagement with the various customer and stakeholders groups.

Alliances and partnerships

Utility companies, First Call

Utility companies need access to spatial data for proactive and safe planning of existing and new improvements.

Hardware and Software suppliers

Expect current agreement and licenses

Service suppliers (contractors) and consultants

Expect service contracts.

Spatial data suppliers and consumers

Expect data and data share agreements.

External affiliates like EDL, school boards, U of L, L, U of A, College, etc.)

Partnership and collaboration on information technology related initiatives. Expect service level agreements spatial data e.g. LANET.

Other levels of government

Municipalities/counties Partnership and collaboration on technology including spatial data.

Provincial government agencies

Partnership and collaboration on technology including spatial data i.e. AHS, Alberta Elections etc.

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Information Technology ‐ Key Customers/Stakeholders

Type Details Summary of Perceived Needs or Expectations

Professional affiliations

User groups Participation in discussions /events.Sharing of knowledge for overall development of individuals.

Professional organizations

Participation in discussions /events.Sharing of knowledge as a continuation of professional responsibility.

Members of the public directly or through BUs

Not for profit agencies Spatial data exchange, partnership and collaboration support.

Purchasers of spatial data Spatial data reliability.

Community Users in City Owned Buildings

Technical infrastructure support.

4.5 Current Context

INDUSTRY TRENDS: Consumer awareness of IT capabilities

More business intelligence tools and methodologies

Cloud computing (web based access) applications

Decline in workstation software and licensing

Liabilities related to use and distribution of data

Virtualization technologies

Location based applications

Trend to outsource hardware, software and data services

Improving virtual communication tools

POLITICAL

FACTORS: Open government, open access to data

Paperless environment

Impact of Collective (Union) Agreements on service levels

Fiscal accountability and transparency

Relationships comparisons to other Municipalities

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ECONOMIC

CLIMATE: Going green environmental movement

Lower tolerance for tax increases

Devices are cheaper but cost of support increases

Level of service versus cost of service

CUSTOMER NEEDS: Anytime access to data

Anywhere – remote access to data

Decision making from intelligent data

Situational intelligence – customers get what they want based on where they are

Immediate support

Internet access from everywhere

Communication awareness of IT activities and services

Leveraging technology: moving from user to power user

Business continuity

Demonstrated business value from IT

Reliability

Want more technology

UNCERTAINTIES: Direct support to Public

FOIP liabilities around data – how much can we share?

Flexibility can be costly and standardization is cheaper

Interconnection of IT with business units to align resources

Renovations, office moves

Capital improvements need better technology integration

Relationship to other IT groups within the City

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4.6 SPOT Analysis

STRENGTHS: Skilled knowledgeable team

Stable technical environment

Have current technology

Experience of City operations

Customer focus and support

Team work

Proactive planning

Initiated project management methods

Service provider

Standards and asset management

OTHER FACTORS:

(Technology,

Facilities, etc.)

Technology making new business processes possible

Lifecycle of technology

Security of data

Capability to really go paperless

Technology is in every department

ORGANIZATIONAL

TRENDS Self service is an expectation

System reliability expectations

Multiple devices

High avaiablility24/7 access systems running

Corporate importance towards maintaining work‐life balance

Aging workforce

Young workforce that is more technically adept

Staff expect more training opportunities

Mobile access : more buildings, working from home, using blackberries etc

Remote collaboration/social computing

Everyone wants access

Fear of losing productivity with increasing technology

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PROBLEMS: Rising customer ( business units & citizens) expectations

Business unit awareness of technology

Assuming that we know the Business Unit

Business unit and IT role clarity

Business unit doing their own projects

Coordination across multiple buildings

Lack of a technical writer

Lack of support for corporate IT initiatives

Capacity for continuing organizational changes

Technical lifecycle issues

Project planning

Keeping current and cost of IT training

Use of consultants – concerns about knowledge transfer

Union contract changes and their impact on systems

Project vs. Operations – Resourcing

OPPORTUNITIES: Project Management process improvement

Work order process improvement

Stakeholder needs assessment

Defining security levels

Improving Business Unit service thru tools, technology and data

IT planning as a corporate initiative

Technology lifecycle management and planning

Performance planning

Improved collaboration and access

Leveraging technology

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THREATS: Coordination of IT components in facility projects and capital projects

Legislative changes

Attracting skilled experienced resources

Sudden change in corporate direction

Loss of knowledge

Loss of specialization

Security threats

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5.0 STRATEGIC INITIATIVES & OPPORTUNITIES

Information Technology – Employee Development

The IT department recognizes that the people that work within the IT department play a crucial role in ensuring that we deliver business value through technology to our customers. This bold step ensures that we are always proactively providing an environment where our IT staff continue to grow and are engaged in their daily activities.

Bold Step Primary/Secondary Objectives

1. Employee Development Employees take ownership of their career development

Employees are productive, motivated and engaged

Employees understand their roles and responsibilities

There is a continuous employee feedback mechanism

There is understanding of skill sets

Employees are provided with training opportunities

Key Deliverables Success Factors

Implement employee performance planning process

Review and update JIQS

Align corporate activities with training opportunities

Inventory of skill sets

Identify and provide cross training opportunities

Succession planning for the SDS group

Business continuity planning for personnel

Leadership and management support for the process

Human Resources department support

IT staff support for the process

Continuous support for the budget to provide training opportunities

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Information Technology – Accessible Technology

The IT department wishes to create an accessible technology strategy by defining the mobile & remote technology requirements for our corporate business units, create business cases for opportunities which create efficiency improvements, and implement this access for approved projects.


2. Accessible Technology Define the mobile and remote technology requirements for our customers to efficiently and effectively deliver services and access data

Create the business case for mobile and remote access to services for both the corporation and public

Implement technology access as prioritized

Assist in definition and understanding of open data requirements and clarify IT’s role in supporting this strategy

Create process and standards for continuous evaluation of mobile technologies


Perform an inventory of our current “accessible technologies”

Meet with business units to identify their needs and requirements

Align the needs and requirements to corporate priorities

Research what technologies are available, have been highly accepted by the market place, and what other like organizations have done or are doing in a similar fashion

Determine a go forward plan

Obtain approval and implement technologies as the plan dictates

Depending on strategy approach, leaders and council support towards approval and funding

BU involvement and engagement

Education of IT and BU of available technology and use

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Information Technology – Technology Lifecycle Management

Technology continues to be a critical part of how the corporation delivers services. Technology has an optimal lifespan, and as we continue to invest in technology, it is important to ensure the technology is maintained to cost effectively support business requirements and remains current as advancements are made within industry and service delivery.


3. Technology Lifecycle Management To establish an IT asset management framework to effectively manage the City’s IT assets throughout useful life.

Establish processes and procedures to maintain and upgrade assets on a schedule

a. Inventory acquisition, maintenance, monitoring, disposition, condition assessment

Proactive planning to provide for accurate budgeting


Asset Management Framework (AMF) that includes the following:

a. Inventory of asset types (spatial data sets, workstations, servers, software, networking infrastructure)

b. Condition assessment criteria

c. Stakeholders needs assessment

d. Costs

e. Support levels

Implement AMF by asset type

Upgrade IT work order system to help manage scheduling and conditions assessment

Leadership and business unit support

Time and resources

Possible use of the JDE asset system

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Information Technology – Improve Connections with Customers

The IT department aims to improve how we deliver services, and what we communicate with our customers with regards to the services IT offers. Our primary objective is to understand our customer’s service requirements and work with them to improve how we deliver those services. By working with our customers on these improvements, we will create satisfied, informed and empowered customers.


4. Improve Connections with Customers Create satisfied and empowered customers

Define customer and stakeholder service expectations

Continuous Improvement of Services and Service Levels

Implement a realistic number of service improvements


Creating a tool/template that will allow each of our services to be evaluated/screened

The template/tool would include service level agreements, stakeholder needs assessments, relevant documentation, measurement processes, communications and feedback channels

A schedule of prioritized services identified as needing improvements

Implement a realistic number of service improvements

BU Support

Time

Organize Service Improvements as Projects

IT Staff Support

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Information Technology – Technology Portfolio and Project Management Process Improvements

Information Technology supports technology across the entire corporation. There is an increased demand on IT and Business unit resources to implement projects to enhance business operations through technology. Through portfolio management, IT and Business units collaboratively prioritize and schedule projects based on business value, and resource capacity. Ensuring IT adopts and sustains our project management competencies will ensure once projects are scheduled they are implemented successfully based on measurable success criteria.


5. Technology Portfolio and Project Management Process Improvements

Enhance Corporate Technology Portfolio Management processes

Improve IT’s ability to manage projects with clear success measures

Implement Portfolio Management and Project Management systems that support the corporation

a. Enhance/automate project status communications


Refine/Communicate Portfolio Management processes as corporate deliverable

Develop IT Project Management Methodology

Sustain project management in IT through education and ongoing feedback

Define requirements for Portfolio and Project management systems and recommend purchase

Corporate and BU Support

IT Staff Support

Desire for efficiency reporting

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APPENDICES

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2012-2014-information tech bus plan

Documents